Naira Oganesyan MBA

Performance Improvement/Efficiency /Strategic & Organisational Planning professional

• Operational & financial diagnostics (cost base, core processes, working capital, management reporting) • Organizational restructuring: alignment of structure, roles and responsibilities with strategic objectives • Cost efficiency program incl. divestment of obsolete lines and reinvestment/CAPEX scenarios. • Business process optimization via ERP across finance, production, logistics, sales • Performance controlling: P&L, budget and core KPIs, annual planning • Business partnering

• Performance management & planning: management accounting, P&L ownership, working capital; full planning cycle (plan‑to‑produce), budgeting and cash planning. • Process & systems digitization: ERP and business process optimization across key functions. • Quality management: ISO 9001 and process standardization. • Strategy framework: Balanced Scorecard (BSC) with KPI cascade and strategy-to-KPI alignment. • During 6 months achieved a 50% net profit increase and the highest production capacity.

• International Business Development (India, EU countries, MENA) • Developed a strategic relationship with global brands such as Bosch Germany/Bosch India, Hamburg-Consult (HC), Huawei European HQ and Chinese HQ. • Successfully coordinated large tender process for 22 Underground stations’ AFC system in New Delhi • Based on internal processes and resources analysis results the detailed roadmap of efficiency increase has been delivered and put into action.

Engaged as a consultant with this £1.3b turnover construction company to deliver and run a strategic benchmarking exercise on sustainable procurement. This benchmarked across ‘best-in-class’ industries’ leaders such as Balfour Beatty UK, Coca-Cola, Vodafone, Puma and others. Project included in-depth interviews with top-executives of the sample companies and further data analysis. The analysis resulted in number of recommendations. The outcomes of the research received high acclaim from the client.

Cost effective measures improvement

International Strategy Validation

Marketing Plan

Go-to-market Strategy, Customer Relationship Management

-Successful cost-efficiency measures resulted in 15% cost reduction, 50% of non-liquid stock decrease, and 30% cash flows increase -Successfully initiated technical upgrade of the systems enabled 5% of the market share increase, 200% ROI and a strategic move into the prime market segment -Successfully coordinated an international engineers’ team (Greece, Romania, Ukraine) and enabled on-time project completion. -Key stakeholders’ management

Triple-accredited Hult/Ashridge Business School has run its MBA programme in close cooperation with Lufthansa, Deutsche Bank, Merck and Bosch